Course Introduction

“Businesses once grew in two ways: grass roots up or acquisition. But business also grows through alliances - joint ventures - partnerships, which very few people understand.” - Peter Drucker

This highly interactive training course will clearly demonstrate the unique formations, rationales, and execution of world-class strategic partnerships, joint ventures, and consortium alliances.

It will help team leaders learn skills and techniques to both approach and develop new potential alliances, as well as respond to outside inquiries from other firms and organizations about engaging in partnerships, joint ventures, or consortium – covering all facets of such deals, including financial, technological, structural, legal, and managerial.

This Oxford Management Centre training course will examine the latest ways to engage in high-level alliance dialogues aimed at opening new markets, accessing new capital sources, tapping into new talent, and leveraging enhanced technologies - helping turn average team leaders into initiators and closers of new business development opportunities.

Objectives

Specifically you will learn to:

• Strategically map external sectors, industries, markets, and segments
• Assess your firm’s functional capabilities alongside strategic needs and offerings
• Approach another firm or respond when approached by another firm
• Develop a new alliance proposal for your firm or organization
• Produce a strategic map of prospective allies and potential arrangements
• Analyze and rank-order “best” alliance opportunities
• Design a compelling value proposition for a proposed alliance arrangement
• Explain the benefits and costs of different deal-alliance structures
• Develop an execution plan for an alliance, including monitoring-assessing success

Who Should Attend?

All individuals with a stake in opening and building new business opportunities:

• All Leaders and Professionals
• Financial Professionals
• Management Professionals
• Business Development Specialists
• Product-Service Development Team leaders

Course Outline

• Organizational, Functional, and Financial [OFF] positions of potential alliances
• Tangible [Quantitative] vs. Intangible [Qualitative] Product-Service Intellectual Property
• Legal structures - Contractual components - Intellectual Property
• Technological Complementarity / Common and Diverse Platforms
• Capital Access and Costs of Capital / Co-Investments: Debt vs. Equity
• Facilities-Infrastructure: Development, Manufacturing, Distribution, Support
• Product-Service Range and Reach / Life Cycles and User-Adoptions
• Growth-Share and Market Stage Parameters [Boston Consulting Group, Arthur Little matrices]
• Deal Intent, Operational Logistics, and Strategic Objective
• Deal Terms, Schedule-Timing, and Benchmarking
• Financial Remuneration: Royalties, Licensing, Revenue-Share, and Equity-Share
• Value-Chain Vertical and Horizontal Integration Stages
• Synergies and Complementarity vs. Diversification